consultancy vehicle of Arnold Kransdorff

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PENCORP

PENCORP is the consultancy vehicle of knowledge management specialist Arnold Kransdorff, who provides advice to commerce and industry on two inter-related management issues. Both impact on the single biggest challenge facing managers in today’s workplace - productivity.

 

One is the flexible labour market, which has brought about the foremost change in workplace practice for more than 50 years. Instead of workplace continuity, organisations have to cope with high levels of staff churn or ‘musical chairs’, where their special, hard-won and expensively acquired know-how and experience is constantly walking out of the front door. To avoid underlying discontinuity, exiting know-how has to be captured before it disappears.

 

Once this is in place, the other challenge that the short-tenure workplace imposes is decision-making. As things ordinarily stand, the rolling loss of employers’ knowledge and experience means that replacement employees’ don’t generally have a full complement of corporate evidence with which to make good and better decisions. With an improved evidence base, the way they make their determinations has to change to a more inclusive and reflective process that business educators don’t normally teach with their one-size-fits-all practices. This can be done through the acknowledged methodology known as Experiential Learning (EL).

 

Pencorp are specialists in advising how to capture employers’ Organisational Memory (OM) and then using it to help organisations become better experiential learners. It is the leader in the use of Oral Debriefing techniques and the production of corporate histories.

 

The company was formed in 1984, shortly after the advent of flexible working, when Arnold recognised the emerging phenomenon that he called corporate amnesia. Without their unique Organisational Memory (OM) – long-term, medium-term and short-term - employers were reducing their experiential advantage by not being able to benefit from hindsight. The loss of their OM was imposing on employers the corporate equivalent of Alzheimers. What was actually happening was that the normal way of making progress – organically, i.e. building one experience on another – was being disrupted, with its coincidental and inevitable impact on productivity.

For employers with high staff turnover and low productivity